FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 56006
ISO/TC 279
Innovation management — Tools and
Secretariat: AFNOR
methods for strategic intelligence
Voting begins on:
20210803 management — Guidance
Voting terminates on:
Management de l’innovation — Outils et méthodes de management
20210928
de l’intelligence stratégique — Recommandations
RECIPIENTS OF THIS DRAFT ARE INVITED TO
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
ISO/FDIS 56006:2021(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. ISO 2021
---------------------- Page: 1 ----------------------
ISO/FDIS 56006:2021(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2021

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting

on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address

below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2021 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/FDIS 56006:2021(E)
Contents Page

Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Fundamentals of strategic intelligence ......................................................................................................................................... 2

4.1 Purpose of strategic intelligence ............................................................................................................................................. 2

4.2 Strategic intelligence needs ......................................................................................................................................................... 2

4.3 Core of the strategic intelligence process ........................................................................................................................ 2

4.4 Strategic intelligence timing ........................................................................................................................................................ 3

4.5 Expected strategic intelligence outcomes ....................................................................................................................... 3

4.6 Strategic intelligence essentials ............................................................................................................................................... 3

5 Strategic intelligence cycle ......................................................................................................................................................................... 4

5.1 Operational planning and control .......................................................................................................................................... 4

5.2 Strategic intelligence cycle ............................................................................................................................................................ 4

5.3 Framing ......................................................................................................................................................................................................... 5

5.3.1 General...................................................................................................................................................................................... 5

5.3.2 Outcome of framing — Criteria and scope for intelligence generation ............................ 5

5.4 Data gathering and analysis ......................................................................................................................................................... 6

5.4.1 General...................................................................................................................................................................................... 6

5.4.2 Data gathering and verification .......................................................................................................................... 6

5.4.3 Outcome of data gathering — Data and information (analysed data) .............................. 6

5.4.4 Data analysis to extract information ............................................................................................................... 7

5.4.5 Outcome of analysis — Information (analysed data)....................................................................... 7

5.5 Interpretation .......................................................................................................................................................................................... 8

5.5.1 General...................................................................................................................................................................................... 8

5.5.2 Outcome of interpretation — Knowledge (interpreted information) ............................... 8

5.6 Recommendation .................................................................................................................................................................................. 8

5.6.1 General...................................................................................................................................................................................... 8

5.6.2 Outcome of recommendation — Intelligence (communicated knowledge) ................ 8

5.7 Strategic intelligence validation ............................................................................................................................................... 9

6 Intelligence communication ..................................................................................................................................................................... 9

6.1 Recommendations to top management ............................................................................................................................. 9

6.2 Documentation, communication, and distribution control ...........................................................................10

Bibliography .............................................................................................................................................................................................................................11

© ISO 2021 – All rights reserved iii
---------------------- Page: 3 ----------------------
ISO/FDIS 56006:2021(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/ patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www .iso .org/

iso/ foreword .html.

This document was prepared by Technical Committee ISO/TC 279, Innovation management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www .iso .org/ members .html.
iv © ISO 2021 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/FDIS 56006:2021(E)
Introduction
0.1 General

Organizations operate in a volatile, uncertain, complex and ambiguous environment which is

characterised by expanding knowledge flows, increasing global competition and rapid rates of change.

This creates the need to anticipate change, influence the environment and make timely and informed

decisions regarding innovation.

Global knowledge and information-based environments require strategic-thinking leaders to utilise

this knowledge to define their organizational and innovation strategy. This supports organizations in

responding to changes in their environment, e.g. social, technological, market, regulatory, policy.

To this extent, it is necessary to isolate or synthesize data and information with high-confidence and to

convert it into knowledge for driving strategic decisions.

Strategic intelligence is the outcome of a structured process for collecting, processing and

communicating data, information and knowledge to decision-makers, that can be applied continuously

or to specific projects to be launched.

The process backbone lies on the capability of ensuring objectiveness and appropriateness of scope and

criteria, reliability of data sources and information derived, transparency of the actions performed to

interpret and communicate the knowledge. As such, it is both an element of risk reduction as well as

strategic growth and it enables organizations to set strategic direction and implement their innovation

initiatives.

An organization can leverage strategic intelligence as an enabling factor to achieve its business

objectives and to implement innovation initiatives, for a range of purposes such as:

— identifying new business opportunities and alliances;
— increasing competitive advantage;
— anticipating risk and uncertainty;
— enabling technology transfer opportunities;
— forecasting societal, political, technological and business drivers;
— seeking out weak signals to anticipate change;
— overcoming barriers that limit value creation;
— implementing a structured approach to problem solving.
0.2 Principles

Strategic intelligence within the context of innovation management should conform to the following

innovation management principles that are the foundation of an innovation management system:

a) Realisation of value

Strategic intelligence impacts on the vision, mission and innovation activities of an organization. As

such, it should support the creation of value for all relevant stakeholders. This includes longterm and

short-term value; explicit and implicit value; financial and non-financial value (e.g. competence growth,

technological and/or competitive advantage, societal benefit, sustainability improvement).

b) Futurefocused leaders
© ISO 2021 – All rights reserved v
---------------------- Page: 5 ----------------------
ISO/FDIS 56006:2021(E)

When managing innovation initiatives, leaders across the organization should foster strategic

intelligence as an enabling factor for longterm value creation.
c) Strategic direction

The organization should align the overall strategic direction for the management of strategic

intelligence with its business and innovation strategies.
d) Culture

Strategic intelligence management should be aligned and fostered within the shared values, beliefs and

behaviours across the organization (and relevant community) and should be part of its identity.

NOTE 1 The concept of "culture" (supporting innovation activities) is defined in ISO 56000:2020, 3.2.10 and

specifically addressed in ISO 56000:2020 4.3.4 and ISO 56002:2019, 4.4.2 respectively.

NOTE 2 The concept of "identity of an organization" is specified and addressed in ISO 9004:2018, Clause 6.

e) Exploiting insights

Pursuing innovation opportunities in order to drive innovation and create value, clearly relies on the

capacity of generating insight, defined in ISO 56000:2020, 3.4.3 as profound and unique knowledge

about an entity.

In this perspective, strategic intelligence management should ensure access to a diverse range of

internal and external data, information and knowledge sources to systematically build expertise in

support of strategic decisionmaking.
f) Managing uncertainty

The organization should foster strategic intelligence management in support of identifying, assessing

and managing innovation uncertainties and related opportunities and risks.
g) Adaptability

The organization should align the need of strategic intelligence with its vision and mission, addressing

and even anticipating changes at different time scales in the external and internal context.

h) Systems approach

The organization should manage strategic intelligence based on a systems approach (instead of an ad-

hoc basis) with a view to reducing organizational risks and enhancing value creation potential for the

organization.

These principles can be considered as an open set to be integrated and adapted within the organization.

vi © ISO 2021 – All rights reserved
---------------------- Page: 6 ----------------------
FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 56006:2021(E)
Innovation management — Tools and methods for strategic
intelligence management — Guidance
1 Scope

This document provides guidelines for supporting strategic intelligence within innovation management.

It aims at addressing the following areas concerning strategic intelligence at strategic and operational

levels:

— creating a strategic intelligence management strategy to support innovation in an organization;

— establishing strategic intelligence management in support of the innovation activities and initiatives

within the innovation management system and the related innovation processes;

— applying strategic intelligence tools and methods in support of the innovation activities and

initiatives within the innovation management system and the related innovation processes.

Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation

activities and can apply to all areas where knowledge is required for strategic decision-making and

consequent actions.
This document is not applicable to:
— certification;
— data protection.
2 Normative references

The following documents are referred to in the text in such a way that some or all of their content

constitutes requirements of this document. For dated references, only the edition cited applies. For

undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 56000, Innovation management — Fundamentals and vocabulary
3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 56000 and the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
intelligence
result of gathering, analysing and interpreting data, information and knowledge

Note 1 to entry: Intelligence can be of different kinds, e.g. (but not limited to) market, technology, competitive,

intellectual property or business.
3.2
strategic intelligence

intelligence directed to top management with recommendations to make decisions impacting the

vision, strategy, policy and objectives as well as innovation activities of the organization

Intelligence is required at every stage of the innovation processes, including but not limited to idea

generation, engineering conception, and business model determination.

Knowledge is the key resource in generating innovative concepts, e.g. knowledge of technology

progress, of markets, business trends, geopolitics.

Strategic intelligence promotes decision-making based on knowledge, assists in managing uncertainty

by addressing opportunities and risks and is integral to the innovation management system activities

and processes.
4.2 Strategic intelligence needs
To accomplish this purpose, the strategic intelligence team should:
— acquire data, information and knowledge from internal and external sources;
— collaborate and cooperate with relevant interested parties;

— gain additional perspectives, e.g. present and future trends, internal and external factors, demand

and supply for intended products/services, needs of providers and users related to new or changed

products, services, processes, models, methods, competitors and collaborators, regulatory

changes, intellectual property management, consumer safety, security and ethics, and sustainable

development considerations;

— develop influencing activities and initiatives to increase acceptance of innovation, e.g. evolution of

regulatory requirements, standards, and innovation ecosystems;

— identify external interested parties: customers, suppliers, internal and external auditors and

assessors (e.g. compliance with standards, regulations), governments at all levels (e.g. compliance

with regulations, statutes, laws), consumer groups (e.g. concerns regarding fairness, ethics, safety),

regulatory bodies, industry and trade associations;

— identify internal interested parties: employees, union representatives (if applicable), management

(e.g. performance, costs), shareholders/owners (e.g. earnings);

— anticipate and analyse external trends (e.g. megatrends, policies, regulations, economy, society,

technology, environment, legal), drivers and signals;

— identify internal tendencies (e.g. resources, competencies, assets, business models);

— understand interested parties' issues that are relevant to its purpose and that affect its ability to

achieve the intended outcome(s).
4.3 Core of the strategic intelligence process
The primary strategic intelligence cycle is referred to as the DIKI model:
Data → Information → Knowledge → Intelligence

NOTE The DIKI model is an adaptation of the DIKW (data, information, knowledge, wisdom) pyramid. In

this sense, while "wisdom" is an ideal/asymptotic concept, "intelligence"
...

ISO/FDIS 56006

Innovation management -- Tools and methods for strategic intelligence management -- Guidance

Innovation management -- Tools and methods for strategic intelligence management -- Guidance

Management de l’innovation -- Outils et méthodes de management de l’intelligence stratégique -- Recommandations

General Information

Buy Standard

Standards Content (sample)

Questions, Comments and Discussion

Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.

Innovation management -- Tools and methods for strategic intelligence management -- Guidance

Management de l’innovation -- Outils et méthodes de management de l’intelligence stratégique -- Recommandations

General Information

Buy Standard

Standards Content (sample)

Questions, Comments and Discussion

Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.

This May Also Interest You